In 2004, Nordstrom, H&M, and other prominent retailers joined People for the Ethical Treatment of Animals (PETA) in a boycott over shearing practices in the Australian wool industry. In 2008, Walmart partnered with activists and cotton importers to protest Uzbekistan’s use of child laborers. And in 2009, Nike and Harley-Davidson joined others to boycott leather products from deforested Amazon regions.

The effects of firms collaborating with social movements to oppose the practices of other companies, industries, or countries have received little attention from researchers. Aiming to fill the gap, this paper finds that most companies that have partnered with activists have done so out of necessity as much as goodwill.

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